Global critical leadership: Educating global leaders with critical leadership competencies

Global critical leadership competency means espousing critical thinking skills in all aspects of leadership decision making in the global context. This paper reviews the actions of critical thinking, argues that global leaders too must lead critically, and draws attention to the deficiency of critical thinking curricula in higher education and subsequent lack of recent graduates with critical thinking competencies. Leading critically is defined as applying critical thinking skills to decisions about leadership actions in different situations and is a challenge for leaders, followers, and educators. Nevertheless, global leaders, stakeholders, and educators in global leadership programs must embrace this challenge in order to make informed decisions in global contexts.     

Creative Leaders Define Themselves in the Micromoments of Leadership

People tend to associate creative leaders with monumental accomplishments. In the current provocation, it is asserted that creative leaders define themselves in the micromoments of everyday leadership. Also highlighted are three corollaries derived from the assertion that offer a new way of thinking about creative leadership.     

Information processing and leadership styles: Constructive thinking and transformational leadership

Transformational leaders increase job satisfaction and well‐being among workers. According to the cognitive‐experiential self‐theory (CEST), all behavior is guided by two information‐processing systems: a rational and an experiential system. Study 1 examined the relationship between information processing and transformational leadership among experienced school leaders (N = 183). The rational system had a strong positive correlation with transformational leadership, whereas the experiential system was weakly correlated. Study 2 (N = 126) examined constructive thinking and transformational leadership. Global constructive thinking, emotional coping, and behavioral coping all had strong positive correlations with transformational leadership. These results suggest that improving leaders' awareness of their own information‐processing and thinking systems might encourage more productive transformational‐leadership techniques.     

Narcissism and Empowerment: How Narcissism Influences the Trickle-Down Effects of Organizational Empowerment Climate on Performance

The present study proposes a trickle-down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders’ and members’ narcissism can respectively inhibit and enable the cross-level empowerment process by affecting the intended distribution of decision-making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders’ empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic. Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive.     

Inspirational leadership,positive mood,and team innovation: A moderated mediation investigation into the pivotal role of professional salience

Multidisciplinary teams are increasingly advocated for in healthcare policy consequent to their capacity to develop innovative solutions to seemingly intractable service and care challenges. Recent arguments that inspirational leadership styles may foster innovation in multidisciplinary teams point to their potential value in this effort. However, inconsistency in the capacity of such leaders to engender innovation highlights the need to understand the mechanisms and boundary conditions that determine when such leadership generates positive effects. We argue that follower positive mood acts to mediate the path between inspirational leadership and innovation and may account for its variable effects. By increasing positive team mood, inspirational leaders can potentially bring about more flexible thinking and enhance innovation but can also increase reliance on less effortful information processing, undermining innovative potential. In an effort to address the dilemma posed by these contrasting effects, we propose that professional salience acts as an important boundary condition of this relationship such that only when profession is salient do inspirational leaders enhance multidisciplinary team innovation through positive mood. An analysis of survey data from 60 UK‐based multidisciplinary healthcare teams, investigating the inspirational leadership of practice‐based innovation, supports our moderated mediation model. Finally, the implications for HRM are considered, specifically for leader development and work team design.     

The Challenge of Human Capital Leadership

Those who seek to develop other leaders encounter leadership challenges themselves. The current paper is an interview with an expert who has guided hundreds of leaders in their effort to develop measurable leadership development and human capital interventions. Dr. David Vance has been working with human capital leaders for over 15 years and has become increasingly frustrated with the lack of movement in the field. Through this interview, we begin to feel his frustration but can also gain insight from his recommendations. Although the field has moved very slowly in “thinking like a business,” Vance remains hopeful.     

Differentiating emotional intelligence in leadership

Leadership has received considerable attention since the 1990s. We claim that leaders can be found at all levels of employment, and at the very least, all managers are expected to be leaders. Yet managerial status does not guarantee leadership. Leadership is a necessary component of and a filter for successful management. Effective managers demonstrate leadership capabilities. Leadership attributes are well captured in measures of emotional intelligence (EQ). Hence, leadership can improve if managers work to develop their EQ. We show how EQ, and hence leadership, can vary by level of employment among a composite international group of 3,305 employees with the Six Seconds Emotional Intelligence Assessment. The relationship between six leadership groups, as based on their EQ performance, across different employment levels was statistically examined, suggesting that leadership is realized in different ways depending on level of employment. It appears that employees become more skillful in emotional literacy and consequential thinking as they progress up the employment ladder. Intrinsic motivation and optimism are best leveraged by nonmanagerial rather than senior employees. The diminishing incorporation of empathy with an increase in employment level seems to stand in sharp contrast. Nonmanagerial employees, specialists, and entrepreneurs will benefit from developing their competence in pursuing their objectives with an overarching sense of purpose. The finding that high‐EQ leaders seem to dominate in the managerial levels may be viewed as encouraging.     

充分发挥领导文化在企业文化建设中的核心作用

大量的理论研究和企业实践证明了领导文化与企业文化有着密切的关系,领导文化不同于企业文化,并且领导文化在企业文化建设中起着核心作用,从领导文化建设做起是建设企业文化的有效途径。建设领导文化的过程实质上是一种领导价值观念和思维方式的变革过程。领导文化建设必须将领导者、被领导者及环境三个变量有机地结合起来。     

Women leaders—challenges,successes, and other insights from the top

The reasons for the persistent lag of women as leaders are complex. Attrition is an issue for women for many reasons, including traditional gender roles that may affect how women are perceived and the choices they have available (or they make), a lack of role models, the undervaluing of women's traditional communication and leadership styles, and organizational culture. Within medicine (clinical environments) and academic medicine (medical school and clinical environments), it is clear that the lack of women in leadership positions is more than a pipeline or a labyrinth problem. We undertook this case study to better understand the current challenges experienced by women aspiring to leadership positions in medicine and academic medicine. What types of challenges do women face as they move up in an academic or medical environment? And which challenges impact more than others in attaining leadership roles in these organizations: race and ethnicity, differences in leadership style and skills, mentorship and network, life experiences and family responsibilities, organizational culture, or gender? Our study addresses a gap in the literature by examining the leadership experiences of eight successful women in the fields of medicine and academic medicine. The emerging insights from these leaders may be useful for women from diverse backgrounds aspiring to be senior leaders in the future.     

Cognitive‐Experiential Leadership Model: How Leaders’ Information‐Processing Systems Can Influence Leadership Styles,Influencing Tactics,Conflict Management,and Organizational Outcomes

The current article provides empirical evidence in support of a new Cognitive‐Experiential Leadership Model. The foundation of the model is based on the integration of the Cognitive‐Experiential Theory (CET; Epstein, 2014), a personality‐based theory, and the Full‐Range Leadership Theory (FRLT; Bass, 1985). Results show a strong connection between the rational system and constructive elements of the CET’s experiential system, and transformational leadership and conflict‐handling styles. There is also preliminary evidence that developing leaders’ CET information‐processing systems could increase transformational leadership. Leaders who are high in rational thinking and constructive thinking may also elicit extra effort from their followers, effectively manage conflict, choose effective influencing tactics, and achieve positive organizational outcomes. Implications and future research directions examining the Cognitive‐Experiential Leadership Model are discussed.     

Followership in Leadership Studies: A Case of Leader–Follower Trade Approach

The current article acknowledges the absence of followership from the leadership literature for many years. Major theories of leadership are reviewed to assert that (1) modern leadership studies have been developed strictly from the leader's perspective with little or no attention on followership, (2) leadership studies have primarily been based on the static understanding of leadership (leaders always remain leaders),¹ and (3) there seems to be a need for a new paradigm for leader–follower relationships, which may result in organic relationships between leaders and followers through exchange of leadership and followership functions and roles. Thus, it is argued that the mutuality of relationships and influence between the follower and the leader exists. To address the need for a new paradigm for leadership, the leader–follower trade (LFT) approach is introduced, which may result in the nonstatic and organic approach to leadership–followership as two valuable human behavioral functions. In this case, leadership and followership functions and roles may be traded or exchanged by the positional leaders and followers in different situations or organizational settings toward mutual respect, empowerment, and effectiveness.     

Community leadership cycles and the consolidation of neighbourhood coalitions in the new local governance

The success of the new patterns of local governance depends on engaging communities in a range of partnerships at various geographic scales and administrative levels. In practice, this usually falls to a handful of community leaders in any given locality. Our research on area regeneration partnerships in the UK reveals a community leadership cycle, which proceeds through five phases. The first phase consists of the emergence of a first generation of leaders early on in a partnership, in the second phase their position in the partnership is consolidated and loyalty to the partnership developed, followed by a third phase of the cultivation of a second generation of leaders. Then comes a fourth phase in which the new generation of leaders raise their voices to challenge the established patterns of representation in the partnership. In the final phase, individual leaders exit from the partnership. This community leadership cycle is part of building multi-sector leadership coalitions in the neighbourhoods through strategies combining loyalty, voice and exit.     

Leadership training for managers: An Adlerian approach

Adlerian theory—a social model of human behavior—provides an effective framework to improve managerial practices and enhance organizational leadership. Developed by Alfred Adler (1870–1937), founder of the influential school of individual psychology, Adlerian theory promotes principles of social interest, democracy, and encouragement. These principles may guide leaders in building collaborative, productive workforces through participative management, coaching, and employee engagement. Experiential training exercises that integrate Adlerian principles can help managers expand their interpersonal competencies and increase leadership effectiveness.     

Leader Emergence in Nascent Venture Teams: The Critical Roles of Individual Emotion Regulation and Team Emotions

This study advances a theory of how different aspects of emotion regulation influence individual leader emergence in the intensely emotional context of nascent venture teams. Despite the growing amount of research on the role of leadership in the entrepreneurial process, the emergence of leaders in nascent venture teams has rarely been explored. Drawing on theories and research on leadership emergence and emotion regulation, we argue that the two aspects of emotion regulation (i.e., reappraisal and suppression) exert opposite effects on the degree to which nascent venture team members come to perceive an individual as a leader. We also theorize that team emotions arising from affective events moderate the relationship between reappraisal and leader emergence in such teams. Data from 103 nascent venture teams without prior leaders show a negative relationship between individuals’ trait disposition to suppress emotions and their emergence as leaders, and a positive relationship between their trait disposition to reappraise emotions and their emergence as leaders. Moreover, we find that negative team emotions magnify the positive association between reappraisal and leader emergence, while positive team emotions mitigate it. We discuss the implications of our findings for the literature on entrepreneurial leadership, entrepreneurial emotions, and leadership in general.     

个体领导力形成因素的实证分析——以军队师团职政工领导干部为例

本文以军队师团职政工领导干部为研究对象,通过问卷调查和定量分析,初步验证:军队政工领导干部的领导力主要有16个因素形成,他们构成二阶层次结构。领导特质可作为领导力形成因素的综合表达,主要可通过三个一解因子——品德与价值观、关键领导能力、核心领导素质予以反映。同时,实证分析结果表明,领导者和非领导者对领导力形成因素的看法没有显著差别。     

Leadership and bodily knowledge in expert organizations:: epistemological rethinking

This paper argues that leadership knowledge has a bodily dimension, especially in expert organizations. Different knowledge types in leadership research are analysed and discussed on a basis of two dimensions: the nature of knowledge (tacit and explicit) and the knowledge actors (individual and collective). Bodily leadership knowledge refers to a special type of tacit knowing acquired through experience and social interaction over time. It is concluded that sensitive leadership and shared leadership describe individual and collective tacit leadership knowledge types, in which personal bodies have a central role in knowledge development. The paper suggests, among other things, that the bodily presence and distance of leaders are paradoxical elements in the leadership of expert organizations.     

The Global Leadership Life Inventory: development and psychometric properties of a 360-degree feedback instrument

The purpose of this paper is to describe the design of Global Leadership Life Inventory (GlobeInvent), a 360-degree leadership feedback instrument. This instrument is presently used in executive programmes to help identify the operational mode of individual executives. Proper use of this instrument enables the user to determinate those areas of leadership behaviour where improvement is needed.

Because most studies pay attention only to the surface manifestations of leadership, most leadership feedback instruments, in turn, are not concerned with the psychodynamic processes that underlie leaders' character and behaviour. To address this gap, the GlobeInvent is based on a clinical orientation to the study of leadership. This approach provides a more complete analysis of the ‘inner theatre’ of leaders?–?that is, what makes them tick?–?as well as measuring the dynamic, two-way relationship between leaders and followers.

The first step in designing the instrument was to pinpoint significant themes pertaining to exemplary leadership. To that end, semi-structured interviews with senior executives were held. The leadership dimensions that emerged from that process were then tested on an international sample of senior executives. Analysis of the data from the testing confirmed the existence of twelve robust dimensions with a high reliability and internal consistency.

Because the GlobeInvent is a 360-degree feedback instrument, this article addresses differences between ‘Self’ scores and scores given by others (‘Observers’), gender differences in scoring and the influence of nationality, management experience and age on test results. The implications of using such an instrument as a 360-degree feedback tool are reviewed, and suggestions for future research are offered.     

Introduction

Leadership is under review and open for criticism in ways not seen for some time. Where is leadership when we need it, we ask? Where are the leaders who can solve our problems? Moreover, change is the new constant, and we need leaders who are prepared to embrace change and ambiguity and help followers deal with change. Sometimes it feels like we are in permanent whitewater. Where are the leaders who can deal with the ever‐changing landscape and help us move to a positive future? Many of them are among us. They are the up‐and‐coming emerging leaders of Generations X and Y. This symposium focuses on these leaders of the future—the emerging leaders among us. What challenges do they face? What kind of leaders do they want to be? How do we best prepare them? The five articles that follow present a variety of views for our consideration, and the authors hope to start a boarder conversation about the next generation of leaders and their leadership challenges. Mhatre and Conger stress that authentic leadership principles are needed in workplaces now and in the future. They remind us that organizations are often composed of individuals born during different times, circumstances,and situations, thereby creating challenges for leaders in those organizations. Current research related to Gens X and Y, cited by the authors, highlights some of the generational differences and preferences. The authors see that the differences could create a “fertile ground for intraorganizational conflict, especially differences in how to manage and work within changing organizational climates.” One potential solution, according to Mhatre and Conger, can be found in the four components of authentic leadership principles: self‐awareness, internalized moral perspective, balanced processing, and relational transparency. If authentic leadership is in place, Gens X and Y can lead authentically, thereby facilitating sustainable and positive work environments. The authors predict positive results for organizations when authentic leadership is in place. Carucci and Epperson also focus on cross‐generational relationships and voice their concern with the negative consequences of labeling various age groups as Millennials, Boomers, Xers, Yers—labels that emphasize the divide. What we need, they argue, is less polarization and more connections. The article explores what it means for leaders of multigenerations to thrive together in partnership. They discuss the “elusive contest between the legacy of incumbent leaders and the potential of emerging leaders and ask us to consider mutual vulnerability as common ground.” They also summarize research on mentoring that looks at the gap between the numbers of emerging leaders who are mentored compared with the large numbers who desire mentors and ongoing relationships. The research follows up on earlier work on this topic explored in their books Leadership Divided and Bridging the Leadership Divide. Their article provides a personal case study demonstrating how generations can come together in partnership, thereby strengthening their organizations as well as the individuals involved. Perucci follows up on some of the themes highlighted by Carucci and Epperson as well as Mhatre and Conger and focuses on the way Millennials (Gen Y) are shaping organizations in the 21st century. Perucci reminds us that as we consider the implications of multiple generations working within the same organization, we must emphasize the crosscultural dimensions of intragenerational leadership. Globalization is reshaping leadership not only at the vertical level (multiple generations working side by side), but also horizontally (communication and technology reshaping the way Millennials interact across national boundaries). He suggests that just as leadership involves leaders, followers, and shared goals, successful leadership also requires an awareness of leading across cultures. He argues that effective leaders will be those who learn to work together “across boundaries in order to solve complex global problems.” Penney's article, “Voices of the Future: Leadership for the 21st Century,” focuses on both Generations X and Y (primarily X) and explores how those emerging leaders see leadership in the future and what kind of leaders they want to be. What leadership qualities/behaviors do they see as important? Themes of collaboration and inclusiveness are important to these emerging leaders, and they place high values on trust and integrity. Because they value inclusiveness, they work more easily across racial, ethnic, and gender differences and lines than did previous generations. The article also discusses what organizations need to do to attract and retain Generations X and Y. More flexible work arrangements are important as is having business organizations committed to corporate social responsibility and green initiatives. The findings come from the recent book Next Generation Leadership: Insights from Emerging Leaders (Penney & Neilson 2010). Tulgan and his colleagues at RainmakerThinking, Inc., have been conducting interviews with young people in the workplace for two decades. His article has a theme similar to Penney's in that he discusses ways to develop new leaders, primarily Generation Y. He addresses issues such as, how do we help them step into leadership roles successfully? He also addresses the question of why some of them are reluctant to take on supervisory roles. The article offers specific suggestions about ways to guide young professionals to prepare them for assuming leadership roles. He suggests that senior leaders should give frequent feedback to the top performers in Gen Y rather than leaving them on their own. He argues that too often we ignore high performers as we focus time and effort on the not‐so‐successful ones. According to Tulgan, more generous reward systems and hospitable work conditions are needed to retain high performers. In addition, he wants senior leaders to do more to help Gen Yers establish their credibility when they are given roles of increased responsibility. Conclusions There is a sense of optimism in play as you read these articles. Although there are differences found between Generations X and Y, overall the next generation of leaders also share some commonalities. They are more collaborative and inclusive than previous generations. And these emerging leaders are bringing a fresh approach to leadership and moving us away from the leader as “hero” or all‐knowing source of power and influence. Their desire for collaboration can help bridge the generation gap between Boomers and young professionals. Each brings particular strengths to their organizations, so as they work together, stronger institutions can be the result. Integrity is also important to emerging leaders, and authentic leadership behaviors hold much promise for strengthening our organizations. These emerging leaders can work well across cultures and are more comfortable with inclusion and diversity than those of previous generations. The authors provide several suggestions for working with and retaining young professionals so that their leadership skills are strengthened. Emerging leaders need support and honest feedback; they want reward systems that differentiate; they request flexible work arrangements. They also want to see corporate social responsibility in place in the business world. Emerging leaders of Generations X and Y are ready to assume leadership roles, but many do not want to lead as they have been led. We must do all we can as senior leaders, as academics, and as colleagues to prepare them for these responsibilities. As we pass the torch to a new generation of leaders, let's be certain they are well equipped for the task and ready to lead.     

How Can a Phenomenological Approach Innovate Leadership in a High‐Tech World?

The author opines that the litmus test for good or defective leadership can be obtained from the philosophical lens with which a leader approaches the world. A leader who is not rooted in nature will practices a calculative type of thinking and leadership. Because the origin of such leadership is based on illusion, the destiny of such leadership is also projected towards an illusionary vista. Phenomenological logic influences our relationship to space, time, values, and perceptions. Humans are not the central lens epistemology that allows leaders to listen to the protesting environment that they are immersed in. This kind of deep ethics is possible only in the realm of Heidegger's meditative thinking, and it leads to longsighted and deeper answers for a sustainable world. Because humans have tried to make technology absolute, humans now live on products of technology instead of living in our natural habitat. Deep listening to the song of creation will make human beings more compassionate to the natural order and the foresight to fashion a symmetrical relationship with flora and fauna.     

Developing global leaders

With respect to global leadership development, this article suggests that managers differentially benefit from a given intercultural training or developmental experience — depending on their individual aptitudes (i.e., knowledge, skills, abilities, and other personality characteristics). The main premise of this article is that offering the right people (those with the requisite individual aptitudes) the right developmental opportunities will produce leaders who can effectively perform global leadership tasks and activities.